12:00 Main Conference Registration

1:00 Chairperson's Opening Remarks
Gus Cicala, President & CEO, Project Assistants, Inc.

1:15 Why is Resource Management so Important to the Future of the Pharmaceutical Industry?

This topic will discuss a number of the external elements that are putting pressure on the pharmaceutical industry to do better resource planning. These include the productivity of R&D, the reimbursement environment, the consolidation of the industry, and the increased number of partnerships between companies. Sue Steven, MBA, Ph.D., Executive Director, Portfolio Planning and Resource Management, Centocor

2:00 A Framework for Integrating Resource Management into Strategic R&D Decision Making
• Identify the key business decisions and processes that are impacted by strategic resource management (resource additions, reallocations, portfolio prioritization)
• Develop and implement decision frameworks and models to drive the decision processes
• Identify and resolve resource bottlenecks across the entire R&D organization
Paul Bunch, Manager, Capacity Planning & Management, Project Management, Eli Lilly

2:45 An Integrated Approach to Resource Management
• Top-down allocation to support company strategy
• Bottom-up planning for achieving realistic objectives
• Efficiency tracking capability for real-time feedback
• Leveraging past experiences for future planning
Haim Albalak, President, Marketbee Technologies Inc.

3:30 Networking Refreshment Break

3:50 Maximizing Pipeline Investments Using Enterprise Project Management
• Collapse product development lifecycles
• Streamline enterprise resource management
• Increase speed to market
• Make better decisions
Gus Cicala

4:30 Centralized vs. Decentralized Management of Resources: Which System and Philosophy Work Best?
Moderator: Jeff Hewitt, Principal, Strategic Decisions Group
Panelists: Suzanne Brown, Senior Director, Resource Management, J&J PRD
Dennis Engers, Director, International Preclinical Planning, Sanofi-Synthelabo
Beverley Mangham, Director R&D Manpower Forecasting & Analysis, GlaxoSmithKline

5:30 Close of Day One

7:45 Coffee

8:15 Chairperson's Remarks
Gus Cicala

 

8:25 A Case Study - Creation of a New Global Development Operations Capacity Management Function

Ten dimensions of capacity and resource management capabilities used to: • Assess current practices • Conduct benchmarking within and outside pharma • Design the desired future state • Process design for workload demand and supply-demand balancing at three levels of detail and over three distinct time horizons • Develop scenarios for testing conceptual process design • Report requirements and prototypes for three constituent groups • Conduct systems assessment and gap analysis, and determine high-level functional requirements • Incorporate challenges and lessons from change implementation Sally McLeish, Vice President of Global Development Process and Capacity Management, Amgen Marisa Co, Director of Development Finance, Amgen

9:05 Structuring Resources across Teams and Functions to Meet Corporate Goals
In a complex and dynamic environment, teams compete for the same valuable resources and expect top priority from each functional unit. To maximize success, it is critical to develop a standard and validated approach to estimate project demand and its impact on functional capacity. Once the impact of project goals on the functional capacity is understood, better supported portfolio recommendations can be made to meet corporate goals. A case study will be shared on the progress of meeting the demands of the teams and functions at J&J PRD.
Suzanne Brown

9:50 Networking Refreshment Break

10:10 Communication: The Key to Successful Strategic Resource Management
• Do you have a successful resource strategy if it is not developed with good communication from the bottom up and top down?
• Project plans are the foundation of portfolio management. How good is the communication involved in the development of your plans?
• Is your portfolio management transparent, i.e. well communicated?
• Are your strategy, resource allocation and decision-making aligned from a communication standpoint?
• This is the information age - will your company be communicating well in 2010?
Jann Nielsen, Ph.D., Director, Project Management, Wyeth Research

10:55 Identify the People Resources You Need to Bring a Candidate from Development to Market
How Do Companies Ensure They Have Resources to Support Their Portfolios?''
• Estimating resource needs in the short term and long term
• Measuring the extent of the capacity you have available
• Measuring and acting upon the impact of change management: time, revised strategy, new projects, temporal and strategic attrition, etc.
• Measuring performance/productivity - actual vs. forecast, best practices
Beverley Mangham

11:40 Resource Capacity Analysis: Understanding Internal Skill Sets and Evaluating External Resources
• The process of monitoring the type of projects in the pipeline
• How large a portfolio can we support?
• Measuring and monitoring capacity across different departments
• Understanding resource constraints and integrating that information into the decision-making process
Alister Thomson, Director, Strategy and Resource Optimization, Bristol-Myers Squibb